ATZL-MCE 14 November 2017 MEMORANDUM FOR RECORD SUBJECT: The Army Character Development Project Team, 1 st FY18 Meeting (Telecon), 11 October (1500-1600 EDT) 1. References a. MEMORANDUM FOR RECORD, ATZL-MCV-L, SUBJ: Outcomes and Taskers Army Profession and Leader Development Forum (APLDF) 17-4, dtd 5 Sep 17. b. Army White Paper, The Army s Framework for Character Development dtd 28 Aug 17. http://cape.army.mil/repository/white-papers/armys-framework-for-characterdevelopment-white-paper.pdf c. Meeting Slides, Character Development Project Team Telecon, 11 Oct 17 (Encl 1). d. Supplementary (post telecon) Comments/Discussion (Encl 2). 2. Purpose. To summarize the information presented and discussions during the subject meeting. The agenda included the status of the Army Character Development Project, focusing on guidance received in APLDF 17-4 (ref 1. a.) and initial planning for implementation of The Army s Framework for Character Development (ref 1.b.). (see Slide 2, ref 1.c.) Participants from 64 locations representing approximately 40 organizations from across the Army and academia joined the telecon. 3. Background. a. During APLDF 17-4, CG, CAC, 22 August 2017, approved The Army's Framework for Character Development and the proposed path forward for implementation and assessment. b. Accordingly, APLDF initiative, I-14-007, was extended and amended as FY18, APL #2P, "The Army's Framework for Character Development Implementation and Assessment." c. The intent is to design, staff, and gain approval for a comprehensive plan to implement and assess The Army s Framework for Character Development in support of the Army Leader Development Strategy (ALDS).
ATZL-MCE SUBJECT: The Army Character Development Project Team, FY 18, 1 st Meeting (Telecon), 11 October 2017 (1500-1600 EDT) d. CAPE will continue to serve, on behalf of CG, CAC for implementation and assessment planning, by leading the Army Character Development Project Team, including all member organizations of the APLDF and the HD community of practice. 4. Agenda and Discussion. a. The Army s Framework for Character Development is the ALDS implemented in accordance with the Army Ethic. The ALDS is based on seven imperatives that synchronize and implement Army Profession, mission command, and leadership doctrine. The prescriptive components of the framework recognize the imperatives of an Army culture of trust, professional climates within Army organizations, and individual responsibility to embrace and live our shared identity as Trusted Army Professionals. b. Within the ALDS, character development integrated within all developmental activities is a continuous process, through education, training, and experience, that strengthens the resolve of Trusted Army Professionals to live by and uphold the Army Ethic, to include the Army Values, as demonstrated in our decisions and actions. c. The implementation and assessment plan envisions three complementary lines of effort, supporting objectives and tasks, and four sequential phases, beginning in FY 18. (See Slide 7, ref 1.c.). The plan will be refined and presented for conceptual approval at APLDF 18-1 on 16 Nov 17. Further refinements will be formally staffed and presented at subsequent APLDFs d. The ASA (M&RA) will be asked to charter a working group with the mission to propose Army-wide synchronized policy guidance regarding: our shared identity, certification, climate, and assessment. 1) The role of our shared identity, supporting character development, is recognized as central to achieving the end state (See Slide 9, ref 1.c.). 2) Certification of Trusted Army Professionals must be properly defined, understood, practiced, and documented throughout the Army. 3) Organizational climate must be operationally defined, taught consistently at all levels of PME/CES, and holistically assessed, enabling organizational leaders to create, strengthen, evaluate, and make appropriate adjustments to the climate within their organizations. 4) Assessment of the success of the framework in achieving its end-state requires a comprehensive process to be developed within the initial phase of the implementation plan and tested in subsequent phases, leading to full operational capability. 2
ATZL-MCE SUBJECT: The Army Character Development Project Team, FY 18, 1 st Meeting (Telecon), 11 October 2017 (1500-1600 EDT) e. Within each line of effort, the Offices of Primary Responsibility (OPRs) and Offices of Coordinating Responsibility (OCRs) are proposed along with the DOTMLPF-P solution addressed in achieving the objective. It is important that we identify the POC for each organization to represent the perspective of the Senior Responsible Officer, ensuring proper coordination and consensus as the implementation plan matures. f. In preparing this MFR, a draft was coordinated with participants along with an invitation for all to provide any additional comments or insights that they were not able to introduce during the telecon. These are included for information, without attribution, in Supplementary Comments at Encl 2. 5. Milestones and Decision Points: 1) Refine The Army s Framework for Character Development Implementation and Assessment Plan and present it for concept approval at APLDF 18-1, 16 Nov 17. 2) Socialize the plan with strategic Army leaders at the Army Profession Forum, 6 Dec 17. 3) Formally staff and gain approval for the plan, NLT 4 th QTR FY 18. Encls Meeting Slides Supplementary Comments GEOFFREY A. CATLETT COL Director, Center for the Army Profession and Ethic 3
US Army Combined Arms Center Building and Maintaining Readiness to Win in a Complex World The Army s Framework for Character Development --Implementation & Assessment-- COL Geoffrey Catlett Director, CAPE 11 October 2017 This briefing is: Unclassified cape.army.mil 1
US Army Combined Arms Center Purpose & Agenda cape.army.mil 2 Purpose: To review the status of the Character Development Project and discuss the emerging implementation and assessment plan for The Army s Framework for Character Development. Agenda: Introduction Terms of Reference Background The Army s Framework for Character Development Implementation Planning LOEs & Time Phases for Implementation Supporting Objectives and Tasks Next Steps
US Army Combined Arms Center Terms of Reference cape.army.mil 3 Character Intrinsically One s true nature, including identity, sense of purpose, values, virtues, morals, and conscience. (ADRP 1, para 5-14; FM 6-22, para 5-2) Operationally Dedication and adherence to the Army Ethic, including Army Values, as consistently and faithfully demonstrated in decisions and actions. (ADRP1, para 5-14; FM 6-22, para 5-2) Character Development The continuous process within the Army as an Institution and Army Organizations, through education, training, and experience that strengthens the resolve of Trusted Army Professionals to live by and uphold the Army Ethic, including Army Values, as consistently and faithfully demonstrated in decisions and actions.
US Army Combined Arms Center Building and Maintaining Readiness to Win in a Complex World cape.army.mil 4 Army Character Development Project 2011, Army Profession Campaign Army lacks doctrine on the Army Profession 2012, ADP 1, Chapter 2, The Army Profession 2013, ADRP 1, The Army Profession, including a framework for the Army Ethic 2014, APLDF FY 15, Initiative I-14-007, APL 4P (Create a Concept, Strategy, Doctrine for Character Development) 2015, ADRP 1, The Army Profession, including Chapter 2, The Army Ethic APLDF FY 16, Initiative I-14-007, APL 3P (Create a Concept, Strategy, Doctrine for Character Development); CNA GAP 501028 Army Character Development Project (Mission Analysis, Literature Review, Project Team, Outreach http://cape.army.mil/character-development-project) HQDA EXORD 086-16, HUMAN DIMENSION, Army Profession Cross-Cutting Concept 2016, Army White Paper, Developing the Character of Trusted Army Professionals, Forging the Way Ahead APLDF FY 17, Initiative I-14-007, APL 3P (Army Character Development Project) 2017, Army White Paper, The Army s Framework for Character Development APLDF FY18, Initiative I-14-007, APL 2P, Army Character Development Framework, Implementation & Assessment
cape.army.mil 5 US Army Combined Arms Center The Army Ethic ADRP 1 14 June 2015 This We ll Defend. Living the Army Ethic inspires our shared identity as trusted Army professionals with distinctive roles as honorable servants, Army experts, and stewards of the profession. To honor these obligations we adopt, live by, and uphold the moral principles of the Army Ethic. Beginning with our solemn oath of service as defenders of the Nation, we voluntarily incur the extraordinary moral obligation to be trusted Army professionals. The Army Ethic The Heart of the Army Trusted Army Professionals are Honorable Servants of the Nation Professionals of Character: We serve honorably according to the Army Ethic under civilian authority while obeying the laws of the Nation and all legal orders; further, we reject and report illegal, unethical, or immoral orders or actions. We take pride in honorably serving the Nation with integrity, demonstrating character in all aspects of our lives. In war and peace, we recognize the intrinsic dignity and worth of all people, treating them with respect. We lead by example and demonstrate courage by doing what is right despite risk, uncertainty, and fear; we candidly express our professional judgment to subordinates, peers, and superiors. Army Experts Competent Professionals: We do our duty, leading and following with discipline, striving for excellence, putting the needs of others above our own, and accomplishing the mission as a team. We accomplish the mission and understand it may demand courageously risking our lives and justly taking the lives of others. We continuously advance the expertise of our chosen profession through life-long learning, professional development, and our certifications. Stewards of the Army Profession Committed Professionals: We embrace and uphold the Army Values and standards of the profession, always accountable to each other and the American people for our decisions and actions. We wisely use the resources entrusted to us, ensuring our Army is well led and well prepared, while caring for Soldiers, Army Civilians, and Families. We continuously strengthen the essential characteristics of the Army Profession, reinforcing our bond of trust with each other and the American people.
US Army Combined Arms Center The Army s Framework for Character Development Army White Paper - 28 August 2017 ENDSTATE: The Army Leader Development Strategy is implemented in accordance with the Army Ethic, providing the Nation an Army of trusted professionals of character, competence, and commitment who are inspired to honorably fulfill their Oaths of Service. The ALDS and the Army Ethic apply to the Army as an institution, guide all Army organizations, and support the development of trusted Army professionals across the Total Force. Leader responsibilities include reinforcing an Army culture of trust, creating and sustaining professional climates within Army organizations, and adopting and strengthening our shared identity as trusted Army professionals. In this light, the responsibilities at each level of leadership are mutually supporting and interdependent. Leaders at all levels influence and are influenced by the Army culture, their organization, and living our shared identity. All Army leaders must acknowledge and accept their inherent responsibility to develop character within themselves and others. cape.army.mil 6
US Army Combined Arms Center Framework For Character Development Implementation Plan FY2018 FY2019 FY2020 FY2021 FY2022 PHASE I: Design and Staging PHASE II: Initial Ops PHASE III: Continuing Ops PHASE IV: FOC LOE 1: Strategic Leaders Army Culture of Trust LOE 2: Organizational Leaders Professional Organizational Climate LOE 3: Direct Leaders Trusted Army Professionals Objectives Policies, Programs, Systems, -Strengthen- Army Culture of Trust Education, Training, Experience, Certification, -Support- Professional Organizational Climates Coaching, Counseling, Mentoring, Self-Development -Inspire- Shared Identity End-State Army Leader Development Strategy is implemented IAW The Army Ethic, providing the Nation an Army of Trusted Professionals of character, competence, and commitment who are inspired to honorably fulfill their Oaths of Service Assessment cape.army.mil 7
cape.army.mil 8 US Army Combined Arms Center Implementation & Assessment Plan FY 18: Phase I Design and Staging Develop, Staff, and Gain Approval for the Implementation and Assessment Plan for the Army s Framework for Character Development o Identify Partners for Implementation of Initiatives (e.g., SO 1.3) o Establish Working Groups for SO 2.1 (Climate), SO 2.3 (Certification), SO 3.1 (Identity), SO 4.1 (Assessment) Provide IPRs (MOP)/Extend the APLDF Initiative into FY 19 FY 19: Phase II Initial Operations Army Publications, Synchronization Continues PME/CES, Tng, Opns Integrate Ethical Reasoning/Challenges Integrate Best Practices in Instructor preparation & certification (e.g., ASLTE, GVV, First Tee, Covey) Provide IPRs (MOP)/Extend the APLDF Initiative into FY 20 FY 20: Phase III Continuing Operations Continuation of planned implementation Initial assessment of success (MOE)/Close the APLDF initiative FY 21: Phase IV Full Operations with continuing assessment
US Army Combined Arms Center APLDF, APL #2P, Implementation LOE 1 cape.army.mil 9 Supporting Objective 1.1: Ensure strategic leader influence on the Army culture of trust is understood beginning at intermediate levels of PME/CES and reinforced at senior levels of learning. Task 1.1.1: TRADOC (CAC) and USAWC integrate ethical considerations within strategic thinking to include understanding of strategic responsibility for character development and the impact of current directives, policies, programs, and systems on the culture of trust. Task 1.1.2: TRADOC (CAC) and USAWC introduce application of the Army Ethic within strategic thinking in intermediate PME/CES for all cohorts and reinforce at senior levels. [Leadership & Education] Note: Tasks highlighted in Green are within the AR 5-22, AR 600-20, AR 600-100 responsibilities of CG, CAC
US Army Combined Arms Center APLDF, APL #2P, Implementation LOE 1 cape.army.mil 10 Supporting Objective 1.2: Ensure future directives, policies, concepts, doctrine, and strategic communications support an Army culture of trust and enable mission command at all levels of leadership. Task 1.2.1: ASA (M&RA) and TRADOC align leadership directives, policies, and concepts and doctrine with The Army s Framework for Character Development. Task 1.2.2: TRADOC ensures the synchronized policies and doctrine are taught in PME/CES. [Doctrine, Leadership & Education, Policy]
US Army Combined Arms Center APLDF, APL #2P, Implementation LOE 1 cape.army.mil 11 Supporting Objective 1.3: Ensure strategic messaging represents the Army as a trusted military profession and Soldiers and Army Civilians as trusted Army professionals, answering a calling to honorable service. Task 1.3.1: ASA (M&RA), in coordination with OCPA and TRADOC (USAREC), develops strategic messaging and assesses its resonance with the American people and its effectiveness in support of recruiting. Task 1.3.2: HQDA DCS G-1 and TRADOC (USAREC) coordinate with USMEPCOM (U.S. Military Entrance Processing Command) to ensure consistency between the strategic message and the professional climate, supporting a seamless transition to CIMT (Center for Initial Military Training). [Leadership & Education, Policy]
US Army Combined Arms Center APLDF, APL #2P, Implementation LOE 1 cape.army.mil 12 Supporting Objective 1.4: Army recruiter selection, preparation, and certification reinforces the strategic message and the responsibility to inspire and motivate individuals to join the Army as a calling to honorable service. Task 1.4.1: HQDA DCS G-1 and TRADOC (USAREC) assess current policies, guidance, and procedures regarding selection and certification of recruiters. Task 1.4.2: HQDA DCS G-1 and TRADOC (USAREC) ensure professional development of recruiters supports the intent to inspire and motivate candidates to accept a calling to serve in the Army Profession. [Leadership & Education, Policy]
US Army Combined Arms Center APLDF, APL #2P, Implementation LOE 2 cape.army.mil 13 Supporting Objective 2.1: Ensure leaders know why and how to establish professional organizational climates and have the resources to assess climate and adjust, as necessary. Task 2.1.1: ASA (M&RA) assigns proponency for professional organizational climate to CG TRADOC (CAC). Task 2.1.2: ASA (M&RA) charters an Army Project Team to align Army Command policy and Army Profession and Leadership policy, leadership/leader doctrine, and associated practices and procedures with The Army s Framework for Character Development. Task 2.1.3: TRADOC develops an assessment methodology based on the operational definition of professional organizational climate in The Army s Framework for Character Development. Task 2.1.4: TRADOC integrates instruction within PME/CES regarding the nature and importance of professional organizational climates, including why and how to establish, strengthen, assess, and adjust. [Doctrine, Leadership & Education, Policy]
US Army Combined Arms Center APLDF, APL #2P, Implementation LOE 2 cape.army.mil 14 Supporting Objective 2.2: Ensure ethical challenges are integrated within PME/CES, organizational training, experiential activities, and exercises to include ethical considerations in decision making, planning, rehearsals, execution, and after action reviews. Task 2.2.1:TRADOC revises doctrine on MDMP, Troop Leading Procedures, and military problem solving to include the essentiality of ethical reasoning within military decision making, planning, rehearsals, operations, and assessment. Task 2.2.2: TRADOC develops and certifies organizational leaders of schools, curriculum developers, and instructors to ensure ethical reasoning, supporting character development, is integrated within curricula, instruction, and assessment. Task 2.2.3: FORSCOM incorporates ethical challenges into mission profiles in Home Station training, CTCs, JRX, and all other simulated training. Task 2.2.4: FORSCOM prepares and certifies observer/controllers to assess and review organizational performance in preparing for and addressing ethical challenges within conduct of the training mission. [Doctrine, Training, Leadership & Education, Policy]
US Army Combined Arms Center APLDF, APL #2P, Implementation LOE 2 cape.army.mil 15 Supporting Objective 2.3: Ensure each certification event (e.g., performance evaluation, graduation or completion of training, promotion, reenlistment, assumption of command, change of responsibility, etc.) confirms that the certifying authority has verified and validated that the individual has demonstrated character, competence, and commitment to performance standards. Task 2.3.1: The Sec Army assigns proponency for Army Professional Certification to ASA (M&RA). Task 2.3.2: ASA (M&RA) charters an Army Project Team to operationally define Army Professional Certification consistent with doctrine of the Army Profession (ADRP 1). Task 2.3.3: ASA (M&RA) directs alignment of Army policy and procedures regarding Army professional certification. Task 2.3.4: Organizational leaders ensure that Army professional certification policies and procedures are implemented to standard and certification becomes a permanent entry on personnel records. [Training, Leadership & Education, Personnel, Policy]
US Army Combined Arms Center APLDF, APL #2P, Implementation LOE 3 cape.army.mil 16 Supporting Objective 3.1: Ensure leaders are taught why and how to inspire and motivate Soldiers and Army Civilians to embrace our shared identity and commit to selfdevelopment, lifelong learning, and the concept of Soldier for Life. Task 3.1.1: ASA (M&RA) charters an Army Project Team to revise Army training and leader development policy and doctrine to address why and how to inspire and motivate individuals to embrace and live our shared identity as trusted Army professionals. Task 3.1.2: TRADOC revises Army training and leader development doctrine to emphasize that self-development includes study and consideration of ethical challenges and how they may be anticipated and avoided in performance of duty. Task 3.1.3: TRADOC and FORSCOM ensure the policy and doctrine of strengthening our identity is taught in IMT and PME/CES; reinforced through coaching, counseling, and mentoring; and included in individual development plans. [Doctrine, Training, Leadership & Education, and Policy]
cape.army.mil 17 US Army Combined Arms Center APLDF, APL #2P, Assessment Supporting Objective 4.1: ASA (M&RA) & TRADOC develop and implement a character development assessment process* to determine the degree to which The Army s Framework for Character Development is having the intended effect. Task 4.1.1: Continuously review and affirm or adjust The Army s Framework for Character Development to ensure it reflects current, reliable, and valid concepts for character development. Task 4.1.2: Assess institutional policies, programs, systems, etc., to determine if they support an Army Culture of Trust. Task 4.1.3: Evaluate the state of professional organization climates to ensure they reflect the principles of the Army Ethic and mission command. Task 4.1.4: Evaluate the decisions and actions of Soldiers and Army Civilians to determine if they are consistent with the Army Ethic in the exercise of mission command. *Assessment addresses all levels of leadership: strategic (the Army Institution and culture of trust), organizational (professional climate), and direct (identity). The assessment will evaluate cohesive teamwork and mutual trust within the Army and trust with the American people. [Policy requires authority of ASA(M&RA) to coordinate and integrate the effort => Project Team]
cape.army.mil 18 US Army Combined Arms Center Next Steps 06 Oct 17: Brief Dir, MCCoE on Army Character Development Implementation Plan 11 Oct 17: ACDP Team Telecon Meeting 01 Nov 17: ACDP Slide Presentation submitted to MCCoE 16 Nov 17: Present the emerging plan for approval of LOE, Time-Phasing, and Supporting Objectives and Tasks at APLDF 18-1 06 Dec 17: Socialize the plan with Strategic Leaders at the Army Profession Forum Mid-Dec: Distribute Author s DRAFT Implementation Plan to ACDP Team APLDF 18-2: IPR and Initial DRAFT Implementation Plan APLDF 18-3: IPR and Final DRAFT Implementation Plan APLDF 18-4: IPR and Signature DRAFT Implementation Plan
US Army Combined Arms Center Back-up cape.army.mil 19
US Army Combined Arms Center The Army Character Development Project cape.army.mil 20 FY 14-15: CNA GAP 501028: Army Lacks a Consensus for Character Development. FY16-17: APLDF I-14-007: Army-wide Project Team: Solve the Problem. Approved White Paper Army s Framework for CD. FY 18: Continue APLDF I-14-007: Implement the Solution.
US Army Combined Arms Center Army Profession Mission Command Doctrine of the Army Profession Articulation of the Army Ethic Certification of Trusted Army Professionals o Character Decisions & Actions o Competence Duty: Discipline & Standards o Commitment Resolve & Resilience Mission Command Mutual Trust & Cohesion Mutual Trust Leaders-Followers: Character, Competence, & Commitment ALDS Leader Development: Education, Training, & Experience Character Must Be Developed Within Leader Development cape.army.mil 21
US Army Combined Arms Center Implementation Initiatives Line of Effort #1 The Army as an Institution Culture of Trust Strategic Leaders Line of Effort #2 Strategic Leader Influence Review & Synchronization of Policy, Programs, & Systems Strategic Messaging -> Recruiting Army Organizations Professional Organizational Climates Organizational Leaders Line of Effort #3 Leader Training: why-how-assess-adjust Organization Training -> Ethical Challenges Certification Soldiers and Army Civilians Identity Direct Leaders & Followers Embrace Shared Identity as Trusted Army Professionals Self-Development Assessment: Current Theory, Consistent Design, Implementation, Outcomes cape.army.mil 22
cape.army.mil 23 US Army Combined Arms Center The Army s Framework for Character Development Framework Guidance Education, Training, Experience Practice Outcome Army Culture of Trust Policies, Regulations, Doctrine, Procedures Army Schools PME/CES/Tng Mission Command Philosophy & Doctrine Mutual Trust & Cohesive Teamwork Professional Organizational Climate Army Leader Development Strategy Combat Training Centers Duty Discipline & Standards (c,c,c) Personal & Unit Mission Readiness Trusted Army Professionals Army Ethic Joint Readiness Exercises Leadership Inspiration-Motivation (c,c,m) Ethical Application of Landpower Certification Leaders: Strategic Organizational Direct Decisions & Actions (e,e,e) Trust American People Army Leader Development Strategy + The Army Ethic Assessment c, c, c, => character, competence, commitment c, c, m => coaching, counseling, mentoring e, e, e => ethical, effective, efficient
US Army Combined Arms Center Strategic Leader Character Development Initiatives cape.army.mil 24 ARMY CULTURE OF TRUST Initiative 1: Strategic leader influence on the Army culture of trust should be taught beginning at intermediate levels of PME/CES and reinforced at the senior levels of learning. This will develop a strategic mindset, supporting understanding of the effects of strategic decisions at all levels of leadership. Leadership & Education. Initiative 2: Review and ensure that directives, policies, regulations, concepts, doctrine, and strategic communications addressing character are in accordance with Army Profession doctrine (ADRP 1). This includes synchronization of Army Profession and Army Leadership doctrine and redressing policy or practices that may undermine trust (e.g., programs or systems that create situational dilemmas wherein we may be lying to ourselves ). Doctrine, Leadership & Education, Policy. Initiative 3: Develop and promulgate strategic messaging for the Army as a trusted military profession and Soldiers and Army Civilians as trusted Army professionals, answering a calling to honorable service. Simultaneously, Army recruiter preparation and certification addresses the responsibility to inspire and motivate individuals to join the Army as a calling to honorable service. Leadership & Education, Policy.
US Army Combined Arms Center Organizational Leader Character Development Initiatives cape.army.mil 25 PROFESSIONAL ORGANIZATIONAL CLIMATE Initiative 4: Leaders should be taught why and how to establish and assess the professional climate within their organizations. Organizational leaders should be provided with resources to assess and redress conditions within the unit or organization that fail to meet professional standards. Doctrine, Leadership & Education. Initiative 5: During PME/CES and organizational training, ethical challenges are integrated within experiential activities and exercises to ensure their consideration in decisionmaking, planning, rehearsals, execution, and in after action reviews. Doctrine, Training, Leadership & Education, Policy. Initiative 6: Each certification event (e.g., performance evaluation, graduation or completion of training, promotion, reenlistment, assumption of command, change of responsibility, etc.) should confirm that the certifying authority has verified and validated that the individual has demonstrated character, competence, and commitment to performance standards. Certification should be made a permanent entry on personnel records. Training, Leadership & Education, Policy.
US Army Combined Arms Center Organizational Leader Character Development Initiatives cape.army.mil 26 IDENTITY DIRECT LEADERS Initiative 7: Army leaders acknowledge and accept their responsibility to develop character in themselves and others. Leaders are taught why and how to inspire and motivate Soldiers and Army Civilians to embrace our shared identity and commit to self-development, lifelong learning, and the concept of Soldier for Life. Coaching, counseling, and mentoring include ethical considerations in decisions and actions. Doctrine, Training, Leadership & Education, Policy. ASSESSMENT Initiative 8: Develop and implement a character development assessment process to determine the degree to which The Army s Framework for Character Development is having the intended effect. Assessment addresses all levels of leadership: strategic (the Army Institution and culture of trust), organizational (professional climate), and direct (identity). The assessment will evaluate cohesive teamwork and mutual trust within the Army and trust with the American people. Policy.
cape.army.mil 27 US Army Combined Arms Center CAPE Time-Line Secretary of the Army CSA SMA CG, TRADOC CG, CAC Supt., USMA Director Deputy Director Senior Enlisted Advisor Hon. Pete Geren Hon. John McHugh GEN George W. Casey Jr. SMA Kenneth O. Preston GEN William S. Wallace GEN Martin E. Dempsey LTG William B. Caldwell IV LTG Franklin L. Hagenbeck Director, LD&E COL Sean Hannah LTG Robert L. Caslen BG Sean McFarland LTC William Speier 2008 FY09 2009 FY10 2010 FY11 As directed by CSA, ACPME Established at USMA ( MAY 08) ACPME conducts research and literature review AR 5-22 designates USMA SUPT as proponent for Profession & Military Ethic (PME) (6 MAR 09) Strategic Studies Institute / ACPME PME Monograph Series begins (OCT 09) ACPME designated CAPE and aligned under CAC, TRADOC (1 OCT 10) Profession of Arms Pamphlet (OCT 10) Army White Paper Profession of Arms (8 DEC 10) Begins Private/Public Universities Collaborations AUSA (OCT 10) Initiates Army Profession and Ethic Training (APET)/Master APET (MAPET) CGSC Ethics Symposium (NOV 10) Army Center for Professional Military Ethic (ACPME) SEC Army TOR assigns Army Profession Campaign to TRADOC with CAPE leading to review the Army Profession in an era of persistent conflict (27 OCT 10)
cape.army.mil 28 US Army Combined Arms Center CAPE Time-Line Secretary of the Army CSA SMA CG, TRADOC CG, CAC Director, LD&E Director Deputy Director Senior Enlisted Advisor Hon. John McHugh Dempsey GEN Raymond T. Odierno SMA Raymond F. Chandler GEN Robert W. Cone LTG Robert L. Caslen LTG David G. Perkins BG Sean McFarland COL Sean Hannah LTC William Speier COL Jeffrey Peterson CH (LTC) Mark Fairbrother SGM David Stewart MG Skip Davis Director, MCCoE 2011 FY12 2012 FY13 2013 FY14 Army Profession Campaign Implementation of Army Profession Strengthening Initiatives (APSI) America s Army Our Profession BG James COL Denton Knapp COL John Vermeesch Army Ethic Project AP Campaign Report (APR 12) CY13 AAOP Education & Training Program FY14 AAOP Stand Strong ADP 1, Ch 2 The Army Profession (SEP 12) CY13 Q1 Standards & Discipline ADRP 1 (14 JUN 13) CY13 Q2 Customs, Courtesies & Traditions CY13 Q3 Military Expertise CY13 Q4 FY14 Q1&2 Trust CSA initiated APC w / Unified Quest (UQ) (JAN 11) Jr. Ldr. Forum concludes APC assessment (NOV 11) MAPET / APET discontinued (MAR 12) AUSA (OCT 12) CGSC Ethics Symposium (OCT12) Begin integration of AP in PME / CES & Army Doctrine Initiate AP Seminars AUSA (OCT 13) CSA Guiding Questions What makes us a profession? What makes us professionals? What has nine years of persistent conflict done to the profession? APSIs initiated Army Leader Development Strategy (ALDS) (Jun 13) CAPE realigned under MCCoE (AUG 13)
cape.army.mil 29 US Army Combined Arms Center CAPE Time-Line Secretary of the Army CSA SMA CG, TRADOC CG, CAC Director, MCCoE Director Deputy Director Senior Enlisted Advisor Hon. John McHugh GEN Raymond T. Odierno SMA Raymond F. Chandler SMA Daniel A. Dailey GEN David G. Perkins LTG Robert B. Brown BG Thomas S. James Jr. BG Willard M. Burleson III COL Denton Knapp COL John A. Vermeesch SGM David Stewart 2014 FY15 2015 The Army Ethic Project E. Fanning ( Acting) GEN Mark. A Milley COL John A. Vermeesch FY16 Character Development Project *CAPE Mission Changes (JUN 15) FY14 AAOP Stand Strong FY 15-16 AAOP Living the Army Ethic CY13 Q4 FY14 Q1 & 2 Trust FY14 Q3 & 4 Honorable Service and Stewardship Army Ethic White Paper (11 JUL 14) ADRP 1 revision to include the Army Ethic + e2book (JUN 15) CAPE strategic plan (JUN 15) CASAP FY 15 Technical Report (1 SEP 15) AR 5-22 revised assigns proponency to CAC/CAPE (OCT 15) 1 st CSA Army Profession Symposium (31 JUL 14) CGSC Ethics Symposium (APR 14) DOTMLPF-P assessment (APR 14) SECARMY CIV Army Profession Symposium (20 NOV 14) AUSA (OCT 14) Junior Leader Army Profession Symposium (JLAPS) (FEB 15) Not In My Squad (NIMS) Initiated (JUN 15) Army Profession Symposium (30 JUL 15) AUSA (OCT 15) Human Dimension (HD) Concept (MAY 14) ASA (M&RA), Human Capital Big Data Strategy (JUN 14) Army Civilian Acculturation Handbook (JUN 14) Army HD Strategy (JUN 15) Army Vision (JUN 15) HD EXORD 08-16 (22 DEC 15) NCO 2020 (DEC 15)
US Army Combined Arms Center CAPE Time-Line Secretary of the Army Army Chief of Staff SMA CG, TRADOC CG, CAC Director MCCoE Director Deputy Director Senior Enlisted Advisor Hon. P. Murphy (acting) Mark A. Milley SMA Daniel A. Dailey Gen David G. Perkins LTG Robert B. Brown COL John Vermeesch Mr. Glenn Goldman SGM Boris Bolanos Hon. Eric Fanning Hon. Robert Speer (acting) McCarth y LTG Michael Lundy BG Willard Burleson III Tom Jordan (acting) MG James J. Mingus 2016 FY17 2017 COL Geoff Catlett Mark Esper (nominee) FY18 Army Character Development Project Character Development Implementation FY 15-16 AAOP Living the Army Ethic FY 17-18 AAOP One Army Indivisible Army White Paper - Developing the Character of Trusted Army Professionals, Forging the Way Ahead (19 APR 16) CASAP FY16 Technical Report (DEC 16) Army White Paper-The Army's Framework for Character Development (CD) (T) (AUG 17) AR 600-100 Army Profession and Leadership policy (5 APR 17) JLAPS (APR 16) CPT Solarium (JUL 16) Army Profession Forum (DEC 16) CGSC Ethics Symposium (APR 17) NIMS transitions (JUL 17) Solider for Life (SFL) Talent Management WO 2025 (MAR 16) Depicts the Army s CD Framework cape.army.mil 30
20171114 The Army s Framework for Character Development Implementation and Assessment Army Character Development Project Team Meeting (Telecon) 11 October 2017 Speaker s Notes Slide 1 Cover Slide: The Army s Framework for Character Development is the Army Leader Development Strategy (ALDS) implemented in accordance with the Army Ethic. The ALDS is based on the doctrine of the Army Profession, mission command, and leadership. The prescriptive components of the framework recognize the imperatives of an Army culture of trust, professional climates within Army organizations, and individual responsibility to embrace and live our shared identity as Trusted Army Professionals. Slide 2 Purpose and Agenda: Publication of the Army White Paper The Army s Framework for Character Development completes work on the APLDF FY 15-17 Initiative I-14-007. However, in APLDF 17-4, the Initiative was extended and amended to address implementation and assessment of the framework as FY 18, APL #2P (I-14-007). Slide 3 Terms of Reference: Army doctrine, ADRP 1 The Army Profession, cites the intrinsic definition of character as one s true nature including identity, sense of purpose, values, virtues, morals, and conscience. Army leadership doctrine, ADRP 6-22, describes character as the moral and ethical qualities that help us determine what is right and provide motivation to act accordingly. Specifically, in an operational context, character is an Army professional s dedication and adherence to the Army Ethic, including Army Values, as consistently and faithfully demonstrated in decisions and actions. (ADRP 1; FM 6-22) Professional and leader development is a lifelong continuous process, consisting of education, training, experience, and self-development. (AR 600-100, para 1-5.e.) The principles of leadership, professional development, character development, and leader development are equally applicable to Soldiers and Army Civilians. (AR 600-100, para 1-6.a.) Army professional certification is verification and validation of an Army professional s character, competence, and commitment to fulfill responsibilities and perform assigned duties with discipline and to standard [through progressive certification, the Army strengthens trust by confirming the professional development of Soldiers and Army Civilians and the readiness of organizations]. (AR 600-100, para 1-8.a.) The Army defines professional development as the deliberate and continuous process of education, training, and experience that prepares Soldiers and Army Civilians of character, competence, and commitment to perform present and future duty in accordance with the Army Ethic. The process of professional development of Soldiers and Army Civilians prepares them for increasing levels of responsibility A trusted Army professional must be an honorable 1
20171114 servant, Army expert, and steward of the profession. (AR 600-100, para 1-9.a.) Properly designed leader development programs develop trusted leaders of character, competence, and commitment. (FM 6-22, para 1-1.) Slide 4 Army Character Development Project: In April 2012, principal findings from the Army Profession Campaign included: The Army lacked doctrine for the Army Profession. Therefore, publication of ADP 1, September 2012, included a new Chapter 2, describing the characteristics of the Army Profession and establishing trust as the foundation for our relationship with the American people and with each other. Subsequently, for the first time, ADRP 1 (Jun 13) the Army Profession was published, expanding on the nature of the Army Profession. This edition provided a framework for the Army Ethic. The ALDS (2013) envisions an Army of competent and committed leaders of character. In 2014 an initiative was approved in the APLDF (I-14-007) to work on a concept, strategy, and doctrine for Character Development. In 2015, the importance of this effort was confirmed by CNA GAP analysis (#501028: The Army lacks the capability to develop character and to assess success.). Concurrently, a revision of ADRP 1 was published in 2015 to include an articulation of the Army Ethic. The next step to address this GAP and implement the APLDF Initiative, under authority of HQDA EXORD 086-16, CAC/MCCoE/CAPE was to establish the Army Character Development Project. In 2016, the Army published its White Paper, Developing the Character of Army Professionals, Forging the Way Ahead. This paper articulated the nature of the problem and proposed a method to solve it. In August 2017, this Army-wide Character Development Project culminated in publication of the Army White Paper, The Army s Framework for Character Development. The APLDF commissioned the next step by amending and extending I-14-007 as FY 18 APL #29 to Implement and Assess the Army s Framework for Character Development. Planning for implementation will be accomplished by the Army Character Development Project Team and approved and managed through the APLDF. Slide 5 The Army Ethic: The Army Ethic explains the nature of Honorable Service for the Army, both as an institution and as a profession. It expresses the expectation and the standard to make right decisions and to take right actions in the conduct of the mission, performance of Duty, and in all aspects of our lives. The Army Ethic explains why we conduct ourselves morally and ethically, instead of just describing the what and how of professional service. It provides motivation and inspiration for each of us to perform our Duty in a manner 2
20171114 worthy of the Trust of the American people and each other. The Army Ethic emphasizes and informs Stewardship: caring for and developing subordinates, peers, and leaders in Character, Competence, and Commitment; safeguarding and maintaining property; and exercising appropriate and disciplined use of resources. The Army Ethic guides the ethical design, generation, support, and application of landpower, including regulations, policies, programs, procedures, practices, and systems. Living the Army Ethic inspires and strengthens our shared identity as Trustworthy Army Professionals, drives Character Development, and reinforces Trust -- among Soldiers, Army Civilians, Army Families, and with the American people. Slide 6 The Army s Framework for Character Development: The Army s Framework for Character Development is the ALDS, implemented in accordance with the Army Ethic and synchronized at all levels of leadership: strategic, organizational, and direct. The ALDS and the Army Ethic apply to the Army as an institution, guide all Army organizations, and effect the development of trusted Army professionals across the Total Force. Strategic leaders, through their decisions and actions, strengthen the Army Culture of Trust (ADRP 1, Appendix A). Institutional directives, policies, programs, and systems must be trusted (ethical, effective, efficient; ADRP 1, para 2-19): designed and implemented in accordance with the Army Ethic and the philosophy and doctrine of Mission Command (ADRP 6-0; TP525-3-3). For example: Human Capital Big Data Strategy, Talent Management, Army Civilian Acculturation and Engagement. Organizational leaders of commands, centers, schools, training centers, and tactical units are guided by their organizational leaders who establish and sustain professional organizational climates where all are inspired and expected to live by and uphold the Army Ethic in the exercise of Mission Command. Organizational leaders are responsible to ensure the mission is accomplished in the right way (ethically, effectively, efficiently). Direct leaders and followers, are responsible for adopting our shared identity as trusted Army professionals. Soldiers and Army Civilians offer and accept objective, professional assessment of their performance. Effective coaching, counseling, and mentoring help leaders and followers to improve in performance of duty. ALDS. (2013); ADRP 1. (2015). Initiatives: Back-up slides 24-26 and Annex B of the Army White Paper, The Army s Framework for Character Development. Slide 7 Framework for Character Development, Implementation Plan LOE 1: Strategic leaders provide for institutional education supporting military expertise. They secure resources and assign priorities for facilities and infrastructure, weapons and equipment, supply and maintenance, and manpower and funding. They establish the goals and procedures for military recruiting and civilian accessions. Their policies guide lifecycle management of all Army personnel and establish the programs that care for their 3
20171114 families. In this way, strategic leaders decisions and actions shape Army culture, and only in a culture of trust can organizational and direct leaders exercise mission command. LOE 2: Organizational leaders recognize that accomplishing the mission requires mutual trust and cohesive teamwork. As such, they establish a professional climate where the expectation and the standard are that all will live by and uphold the Army Ethic in the exercise of mission command (recognized as the Army s leadership philosophy). LOE 3: As direct leaders we influence followers. At the same time, all of us are subject to influence from everyone with whom we interact. In this way, we are both leaders and followers. Our ethical responsibility is to be a good influence and not allow ourselves to be co-opted or pressured into doing or accepting what is wrong. To be trusted leaders and followers we must live by and uphold the Army Ethic. Direct leaders inspire and motivate others to embrace and live our shared identity as trusted Army professionals. Slide 8 Implementation and Assessment Plan These are the major activities that will occur during each Phase of Implementation. Planning for Implementation: LOE 1: ASA (M&RA), HQDA DCS G-1, TRADOC, USAWC (USNWC/NATO) LOE 2: ASA (M&RA), HQDA DCS G-1, TRADOC, FORSCOM, ARNG, USAR SME (GVV, Speed of Trust, The First Tee, ASLTE) LOE 3: TRADOC, FORSCOM, SME (GVV) Assessment: ASA (M&RA), DUSA (AAG/RFL Person-event Data Environment), HQDA DCS G-1 (ARI), Tufts University Slides 9 17 LOE 1, 2, 3. Army Culture of Trust Strategic Leaders The Army s strategic leaders are responsible for strengthening the Army culture of trust and the Army as an institution. Strategic leaders establish the policies, programs, and systems that shape Army culture, define recruiting, support professional organizational climates, and motivate individuals to live by and uphold our shared identity. For example: AR 600-20, AR 600-100, AR 350-1, ALDS (Leader Requirements Model), ADP/ADRP 5-0, ADP/ADRP 6-0, and ADP/ADRP 6-22. The message the Army conveys to the American people in official publications and all media should include the nature of the Army as a trusted military profession, dedicated to providing honorable service in support and defense of the Constitution. Army recruiters have direct contact with the youth of America and their families. They are uniquely positioned to represent the Army as a trusted military profession. While educational, financial, and other incentives are important attractions for many prospective Soldiers, these should be presented as supporting the opportunity to honorably serve in defense of the Nation. 4
20171114 Professional Organizational Climate Organizational Leaders In a Professional Organizational Climate the expectation and standard is that all will live by and uphold the Army Ethic in the exercise of Mission Command. Leaders of Army organizations are responsible for ensuring the readiness of their organizations and for accomplishing the mission in the right way. They establish and continuously strengthen the professional organizational climate that is necessary for mutual trust and cohesion. To support situational understanding, organizational leaders must have the means to assess the state of the professional climate and know how to redress conditions that fail to meet professional standards. Currently, the Army lacks effective resources to assist leaders in doing so. Therefore, the Army should research, develop, and adopt resources supporting leaders assessments of the professional climate within their organizations. Army organizations ensure PME/CES and organizational training are designed and implemented to prepare Army leaders for the ethical challenges of winning in a complex world. The Army Ethic and its application in decisions and actions are taught and practiced in PME/CES and organizational training. Organizational leaders provide feedback to Army schools to ensure they are graduating students who are able to contribute to the mission. As stewards of the profession we continually advance our expert knowledge and skills in landpower and certify Army professionals. Certification verifies and validates an Army professional s character, competence, and commitment to fulfill responsibilities and successfully perform assigned duties. Identity Direct Leaders Embracing our shared identity, self-development, and lifelong learning begin with individual motivation, supplemented by a concerted team effort, including coaching and counseling from superiors, peers, and subordinates. Mentorship can help focus selfdevelopment efforts to achieve professional objectives. Soldiers and Army Civilians should review and reflect on case studies where decision making properly anticipated ethical challenges and accounted for them in assessment of courses of action and examples where ethical implications were ignored. Army leaders acknowledge and accept their responsibility to develop character in themselves and others. Assessment Under the philosophy and doctrine of mission command, the principle of shared situational understanding requires continuous effort to discern the relevant past and present circumstances and their influence on all phases of the operation. With situational understanding, the leader (decision maker) can adjust mission orders and continue progress to achieve the intent (accomplish the mission). G-1 (ARI); DUSA (AAG/RFL -- Person-event Data Environment [PDE]), Tufts University. 5
ENCL 2. Supplementary comments and observations following the conclusion of the Army Character Development Project Team, 1 st FY18 Meeting (Telecon), 11 October 2017. 1. Background: Based on notes taken by recorders in the telecon, CAPE prepared and distributed a DRAFT Memorandum for Record (MFR) and invited participants to provide edits or additional comments and reflections following the telecon. These are summarized below in topic order. The detailed notes from the meeting are also appended, without attribution, to complete the record. 2. Summary: a. An overarching comment, provided in an email following the meeting, voiced a note of caution: Initiatives to advance character development should not be at the cost of diminished focus on areas that will make the most impact on readiness and strong leadership. In consideration of this concern, others observed the project Mission Analysis and both Army White Papers emphasize that character development cannot and will not be separated from leader development. Character Development is intended to enhance readiness by strengthening mutual trust and cohesive teamwork. b. Regarding the importance of shared identity, certification, and culture, one team member expressed this concern: If identity and culture are dictated and controlled within a tight shot-group and practiced through cohesion, conformity and loyalty, a number of unintended consequences are likely to emerge. It would discourage diverse and critical thinking. The challenges ahead of the US and its military demand divergent thinking. Since the expressed ideas demand conformity, it will discourage free-thought and candor. Too much guidance on beliefs about identity, climate, and character could drive ethical lapses underground or make them more acceptable by changing how they are rationalized. It could discourage dissenting voices that would actually be trying to seek correction of questionable behaviors. Brings to mind thought police and political commissars." In response, another view was offered: A common shared identity does not mean the Army Profession will suffer from group think, conformity, lack of critical thinking, or freethought. A common identity and ethic simply mean we share common values. It's quite possible for people with common values to think differently about professional topics. Another participant wrote: Policy on identity? So if someone does not identify in the prescribed manner, then what? Dangerously slippery slope. The use of identity is ambiguous. Who s identity and which one (Soldier, Civic, Personal). Similarly, certification of what? Character? Climate? It appears this allows the Character Development charter to expand to, and dictate, organizational climate? Isn t that the duty of a commander? Re: assessment of the framework achieving success what are the parameters and does it ever stop? 1